A social side I think we can say that often, when an organization opens its doors to the outside, even if it is just to watch the competition, emerges a climate of insecurity or fear in leadership or management. Organizations have lived many years in closed on itself, so the approaches that we do, to […]
A social side
I think we can say that often, when an organization opens its doors to the outside, even if it is just to watch the competition, emerges a climate of insecurity or fear in leadership or management.
Organizations have lived many years in closed on itself, so the approaches that we do, to address the challenges inherent in organizational culture, when we turn out for open innovation lay leadership and management issues that result in tension.
Know manage this tension between control and collaboration with and between technical and management contributions helps resolve the personal and organizational conflicts.
“For the type of Manager who believes that is a waste of money to go looking for clever ideas from the” crowd “, this is the kind of evidence that challenges the skepticism. Furthermore, when we talk to companies as they are to connect with innovative out of your business, we encourage them to seek ideas from both independent and in adjacent industries. “-Andy Zynga
The members of the organization that plays this role, should establish the direction that employees must follow and they must ensure that the resources meet the needs of those who wish to see carried out activities.
Motivate people and managing resources are not the same thing, and while the latter calls for a strong monitoring component, which is incompatible with the desired collaboration on open innovation, the first requires a predisposition for the initiative and the responsibility of the members of the organizations.
This means that going from a situation analysis of individual contributions of experts to interdisciplinary teams with internal and external relationships requires a very different leadership based on social skills.
To lead these teams the great results we could imagine, in organizations, a leader of excellence that matched the external internal potential in order to maximize the benefits of connectivity that translates to greater diversity and more wealth in knowledge and creativity.
In a society where the game is always changing, the innovations seem short-lived and organizations need strong leadership that make the boat navigating in these tumultuous waters.
Are strong leaders, those who don’t make others feel smaller, out of context or with feelings of guilt when they fail. Are those that have behaviors that add value to employees and create a sense of ability, respect, making them feel unwelcome.
Open innovation must be led by people with high social intelligence.
Here, what I think are some of the features of a helmsman in open innovation.
-The ability to “read” situations, understand the social context which influences behavior, and behavioral strategies that choice are more likely to succeed.
-The ability to convey your image, that is, the external of himself, feeling that others perceive clearly and that generates confidence (trust is the cornerstone in open innovation).
-The ability to generate the realisation that is honest with itself but rather with internal staff and external partners.
-The ability to effectively use the language, explain the concepts clearly and convince with the ideas, facilitating a common language in innovation.
-The ability to create a sense of connection with others, understanding deeply their needs.
Using fully all the features that have, open innovation leaders manage to break through the boundaries between the inside and the outside and promote talent retention at the same time that enrich the organization with new blood, thus giving rise to a new and richer ecosystem.
Overcome the tendency for absolute control and invest in collaboration create fundamental trust levels for innovating with external partners.
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This post was originally published at Crowd Sourcing Week
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